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Project Planning and Management
The document discusses project management concepts including the Project Management Institute (PMI), the Project Management Body of Knowledge (PMBOK), project lifecycles, and factors that influence project success and failure. It describes PMI as the body that developed best practices in project management and published the PMBOK guide. The PMBOK guide contains standard processes, tools, and techniques used in managing projects. Project management involves applying knowledge, skills, and techniques to meet requirements through activities like planning, executing, monitoring and controlling projects.
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Project Planning and Management
- 2. Synergy School ofBusiness Skills… School of Project Management School of Operational Excellence School of People Skills
- 3. World’s leading PMTools
- 4. Who is PMI®? Project Management Institute. Established in 1969 Global Organization Headquartered in Newtown Square, Pennsylvania USA Codified best practices in Project Management as PMBOK® guide
- 5. PMBOK® - TheBible of PM recognized by Members from more than 185 countries
- 6. PMBOK® includes… PMBOK® Process Group Initiating Planning Executing Monitoring and Controlling Closing Knowledge Area Time, Scope, Cost Quality,HR,Communication Procurement, Risk ,Integration
- 7. Project Management BodyOf Knowledge Guide that possess standards for project management - explains about project management processes, tools & techniques - published by PMI in 1996 as first edition - updated once in 4 year - latest publication is 2008 7
- 8. TOP TWO FAMOUSCERTIFICATION PMP® Project Management Professional CAPM® Certified Associate in Project Management
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- 12. 12 WHY PROJECTSFAIL ? •Lack of senior management commitment •Inadequate project planning (budget, schedule, scope, etc.) •Absence of user involvement •New or unfamiliar technology •Lack of defined, clear, or concise requirements
- 13. 13 WHY PROJECTSSUCCEED ? •Sound project management processes. •Senior management commitment. •Detailed requirements. •Realistic schedule. •Good stakeholder relationships. •Empowered project manager. •Skilled and appropriate team members with defined roles and responsibilities.
- 14. What is aProject? Temporary Unique products or services or result A Project is a temporary endeavor undertaken to create a unique product , services or results
- 15. What is ProjectManagement ? Application of Knowledge Skills Tools and Techniques Project Management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. 15
- 16. •Identifying Requirements •SettingClear and Achievable Objectives •Balancing TRIPLE Constraints 16 MANAGING A PROJECT MEANS
- 17. PROGRAM A Programis a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Program management focuses on interdependencies of projects and describes the best approach to achieving program objectives
- 18. PORTFOLIO A Portfoliois a collection of projects or programs and other work that are grouped together to facilitate effective management of the work to meet strategic business objectives. Portfolio management is an approach to centralized management of collection of programs, portfolios and other work, to achieve organizational goals.
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- 20. Why Projects areundertaken? Market demand Organizational need Customer request Technological advancement Legal requirement 20
- 21. PMO The PMOis the source of documentation, guidance and metrics on the practice of project management and execution. In some organizations this is known as the Project Management Office or Program Management Office or Portfolio Management Office .
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- 23. A Project Managershould 23 Project manager Application area knowledge, Standards & regulations General Management skills Interpersonal skills Understanding project environment
- 24. Project Stakeholders 24 Project Stakeholders are individuals and organizations who are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or successful completion. Identify Stakeholders Determine requirements and Expectations Influences •Positive •Negative
- 25. Project Stakeholders 25 Project Team Project Management Team Project Manager Project Sponsor Project Project Stakeholders Customer Operational Management Vendors & Partners Other Stakeholders Program Manager Portfolio Manager
- 27. Project Life Cycle Project life spans through 27 Initiating Planning Executing Monitoring & Controlling Closing Starting the Project Organizing & Preparing for the Project Carrying out the Project Work Closing the Project
- 28. Characteristics Cost andStaffing •Low at the Start •High in Intermediate •Low at the End 28 Start Intermediate End Time
- 29. Characteristics Level ofuncertainty •High at the Start •Drop to minimum at End Stakeholders’ influence •High at the Start •Low at the End 29 High Low Project Time Stakeholders’ influence Uncertainty
- 30. Cost of Changes Low at the Start Increases to maximum towards End 30 High Low Project Time Cost of Changes CHARACTERISTICS
- 31. 31 A DELIVERABLEis a measurable, verifiable work product . The completion and approval of one or more deliverables characterizes a PROJECT PHASE . Phase Deliverable
- 32. Project Phase Characteristics 1.Phases are sequential 2.Work differs from one to another 3.End of each phase, a deliverable is produced 4.Phase end deliverables are reviewed whether to continue or to abort the phase / project 32
- 33. Projects Vs Operations Both –Performed by people –Constrained by limitations –Planned, executed and controlled Differ by –Temporary –Unique 33 Project Operation Performed by people Constrained by limitations Planned, Executed & controlled •Unique •Temporary •Ongoing •Repetitive
- 34. Organizational Culture Organizationalculture will have a direct influence on the success of the project Organizational culture includes: Values Organizational policies and procedures View of authority relationships Work ethic and work hours 34
- 35. Influence of Organization Types of Organization Functional Matrix •Weak •Balanced •Strong Projectized 35
- 36. Functional Organization 36 Project Coordination Assigned to Project Chief Executive Staff1 Staff2 Staff3 Staff4 Staff5 Staff6 Staff7 Staff8 Staff9 Functional Manager Functional Manager Functional Manager
- 37. Functional Organization ProjectManager’s Authority Little and known as Project Coordinator / Project Expeditor Resources Availability Little Control of the Project Functional Manager Project Manager’s Role Part-Time Project Management Admin Staff Part-Time 37
- 38. Functional Organization Advantages Clear reporting relationships Highly specialized expertise Drive for technical excellence Disadvantages Hierarchical decision and communication processes Employee development opportunities limited PM is dependent on his personal influence Limitations to customer satisfaction and influence 38
- 39. Projectized Organization 39 Chief Executive Staff1 Staff2 Staff3 Staff4 Staff5 Staff6 Staff7 Staff8 Staff9 Project Manager Project Manager Project Manager Project Coordination Assigned to Project
- 40. Projectized Organization ProjectManager’s Authority Total Resources Availability Total Control of the Project Project Manager Project Manager’s Role Full-Time Project Management Admin Staff Full-Time 40
- 41. Projectized Organization Advantages Clear accountability Decision making Customer relationships Disadvantages Focus on technical competence reduced Project Manager may be technical/non-technical Project team is dissolved at the completion of the project 41
- 42. Weak Matrix Organization 42 Chief Executive Staff1 Staff2 Staff3 Staff4 Staff5 Staff6 Staff7 Staff8 Staff9 Functional Manager Functional Manager Functional Manager Project Coordination Assigned to Project
- 43. Weak Matrix Organization Project Manager’s Authority Limited and known as Project Coordinator Resources Availability Limited Control of the Project Functional Manager Project Manager’s Role Part-Time Project Management Admin Staff Part-Time 43
- 44. Balanced Matrix Organization 44 Chief Executive Staff1 Staff2 Project Manager Staff4 Staff5 Staff6 Staff7 Staff8 Staff9 Functional Manager Functional Manager Functional Manager Project Coordination Assigned to Project
- 45. Balanced Matrix Organization Project Manager’s Authority Low to Moderate Resources Availability Low to Moderate Control of the Project Mixed Project Manager’s Role Full-Time Project Management Admin Staff Part-Time 45
- 46. Strong Matrix Organization 46 Chief Executive Staff1 Staff2 Project Manager Staff4 Staff5 Staff6 Staff9 Functional Manager Functional Manager Manager of Project Managers Project Coordination Assigned to Project Project Manager Project Manager
- 47. Strong Matrix Organization Project Manager’s Authority Moderate to High Resources Availability Moderate to High Control of the Project Project Manager Project Manager’s Role Full-Time Project Management Admin Staff Full-Time 47
- 48. Enterprise Environmental Factors 1. Organizational Structure 2. Organizational Culture 3. Governmental/Industry standards 4. Infrastructure 5. Existing Human Resources 6. Personnel Administration 7. Organization’s Work Authorization System 8. Marketplace conditions 9. Project Management Information System 10. Stakeholders’ risk tolerance 48
- 49. Organizational Process Assets 1. Organizational processes, standards & procedures 2. Templates 3. Organizational communications requirements 4. Financial controls procedures 5. Issues and Defect Management procedures 6. Change control procedures 7. Risk Control procedures 8. Procedures approving and issuing work authorizations 9. Organizational knowledge base 49
- 50. Introduction to ProjectManagement To Sum up… We know what Project is We know what Project Management is We know what a Program and Program Management is We know what Portfolio and Portfolio Management is We know why projects are undertaken We know what Project Management Office is 50
- 51. Introduction to ProjectManagement To Sum up … We know w hat are qualifies of a good Project Manager We know what Project Life Cycle is We know the characteristics of Project Life Cycle We know characteristics of Project Phase We know differences between a Project and an Operation 51
- 52. Introduction to ProjectManagement To Sum up … We know to identify Project Stakeholders We know different types of organizations and their influences on the project We know what Enterprise Environmental Factors are We know what Organizational Process Assets are 52